cmmi status and future - … · cmmi & tsp are ranked top software engineering best practices !...
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2
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Topics
2012 Highlights
SEI Family of Models: Focusing on Integration
Future of the CMMI Product Suite
3
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
2012 Highlights
CMMI Translations
Training
• Introductory CMMI-DEV Training 141,352
• Introductory CMMI-SVC Training 6,538
• Introductory CMMI-ACQ Training 1,964
Began construction of the Data Management Maturity Model (DMM)
4
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI V1.3 Foreign Language Translation Status Reported to the SEI as of 10/23/12
Language Status (for CMMI-DEV V1.3)
Chinese Simplified underway
Chinese Trad. completed
Dutch completed
French completed
German completed
Japanese completed
Korean underway
Portuguese delayed
Spanish completed
Language Status (for CMMI-SVC)
Spanish underway
Arabic underway
Korean underway
5
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI Transition Status 1 of 2
Reported to the SEI as of October 23, 2012
Training Overview
Introductory CMMI-DEV Training 141,352
Introductory CMMI-SVC Training 6,538
Introductory CMMI-ACQ Training 1,964
Intermediate CMMI Training 3,350
CMMI Instructor Training 610
SCAMPI Team Lead Training 848
Training Details Introduction to CMMI DEV (cumulative/V1.3) 141,352 / 16,700
Intermediate Concepts of CMMI (cumulative/V1.3) 3,350 / 95
Understanding CMMI High Maturity Practices (cumulative/V1.3) 715 / 33
Acquisition Supplement for Development (cumulative/V1.3) 1,964 / 587
Services Supplement for CMMI for Development 4,315
Introduction to CMMI for Services 2,223
Development Supplement for CMMI for Services 371
6
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI Transition Status 2 of 2
Reported to the SEI as of October 23, 2012
Certification Overview CMMI-Related Certifications 1,709
CMMI Instructor Certifications 829
CMMI Appraiser Certifications (includes high maturity lead appraisers) 880
Certification Details SEI-Certified Introduction to CMMI for Development Instructors V1.3 411
SEI-Certified Acquisition Supplement for CMMI-DEV Instructors V1.3 77
SEI-Certified Services Supplement for CMMI-DEV Instructors 176
SEI-Certified Introduction to CMMI for Services Instructors 109
SEI-Certified Development Supplement for CMMI-SVC Instructors 56
SEI-Certified SCAMPI-V1.3 Lead Appraiser for DEV 457
SCAMPI High Maturity Lead Appraisers 144
SEI-Certified SCAMPI V1.3 Lead Appraisers for ACQ 81
SEI-Certified SCAMPI V1.3 Lead Appraisers for Services 198
7
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Number of Introduction to CMMI-DEV Attendees by Year and Quarter as of October 23, 2012
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
5500
8
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
0
50000
100000
150000
2006 2007 2008 2009 2010 2011 2012
Introduction to CMMI-DEV Attendees Cumulative as of October 23, 2012
9
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Number of SCAMPI V1.2/V1.3, Class A Appraisals Conducted by Year by Representation* Reported as of 07/31/12 *Where Representation is reported
0
200
400
600
800
1000
1200
1400
1600
2006 2007 2008 2009 2010 2011 7/31/2012
Staged
Continuous
10
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI Adoption Measured Through Appraisals
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total 2007 38 58 91 67 70 102 108 131 67 65 111 121 1029 2008 59 61 61 75 72 89 85 68 77 85 109 163 1004 2009 85 76 107 109 95 119 105 115 136 120 137 173 1377 2010 108 66 121 104 109 122 111 98 103 107 139 165 1353 2011 97 54 103 107 100 97 128 89 113 127 165 166 1346
2012 85 98 133 102 91 138 82 107
0
20
40
60
80
100
120
140
160
180
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Series1
Series2
Series3
Series4
Series5
Series6
11
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
SCAMPI Appraisals - Organization Type
0
500
1000
1500
2000
2500
3000
3500
4000
4500
Commercial/In-house Contractor for Military/Government
Military/Government Agency
12
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Size of Appraised Organizations
25 or fewer20.9%
26 to 5027.2%
51 to 7512.9%
76 to 1007.2%
101 to 20014.2%
201 to 3005.8%
301 to 5005.1%
501 to 10003.6%
1001 to 20001.6%
2000+1.5%
1 to 100
68.2%
201 to 2000+
17.6%
13
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI & TSP are Ranked Top Software Engineering Best Practices!
[1] Software
Engineering Best
Practices, by Capers
Jones, 2010.
Based on a
comprehensive
study of 630
organizations and
13,000 projects.
Start
Size
Methods
1) Agile
2) TSP/PSP
3) Waterfall
4) CMMI
Methods
1) TSP/PSP
2) Agile
3) CMMI
4) RUP
Methods
1) TSP/PSP
2) CMMI
3) RUP
4) Hybrid
Small Large Medium
Development practices by size of application[1]
14
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Topics
2012 Highlights
SEI Family of Models: Focusing on Integration
Future of the CMMI Product Suite
15
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
SEI Family of Models
16
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Multi-Constellation/Model
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
DEV C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
A
M
D
A
R
I
P
M
O
P
D
O
P
F
O
T
P
I
R
D
R
S
K
M
T
S
V
A
L
V
E
R
CL 1
CL 2
CL 3
ACQ A
M
A
R
D
C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
S
A
D
A
T
M
A
V
A
L
A
V
E
R
D
A
R
I
P
M
O
P
D
O
P
F
O
T
R
S
K
M
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
I
M
O
P
D
R
I
S
K
R
R
D
R
R
M
R
T
S
E
CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
17
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Information System Provide decision support systems and services to the company. Involves:
• Development
• Management reporting
• Dashboards
• Analysis
• Assistance
18
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Information System Recruiting, refining, and retaining the workforce is a key factor in efficient and cost effective operations. Involves:
• Staffing
• Communication and Coordination
• Work Environment
• Performance Management
• Training and Development
• Compensation
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
19
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Information System Successful process improvement requires
• Identifying what to improve
• Establishing a structure
• Planning the effort
• Training the people SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
DEV C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
A
M
D
A
R
I
P
M
O
P
D
O
P
F
O
T
P
I
R
D
R
S
K
M
T
S
V
A
L
V
E
R
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
I
M
O
P
D
R
I
S
K
R
R
D
R
R
M
R
T
S
E
CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
1
2
3
1
2
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1
2
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1
2
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1
2
3
1
2
3
1
2
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1
2
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1
2
3
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
RMM helps your organization comply with the requirement to be compliant with FISMA
20
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Information System Development project drivers are
• Requirement for FISMA compliance
• Make or break decisions are being made based on the information supplied so quality systems are paramount
• Not schedule driven
• Very diverse set of project types and environments
• Risks an measures are important
• Little procurement activity
SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
DEV C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
A
M
D
A
R
I
P
M
O
P
D
O
P
F
O
T
P
I
R
D
R
S
K
M
T
S
V
A
L
V
E
R
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
I
M
O
P
D
R
I
S
K
R
R
D
R
R
M
R
T
S
E
CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
1
2
1
2
1
2
1 1
2
1
2
1
2
1
2
1
2
1
2
1 1 1
2
1
2
1
2
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
1
2
1
2
3
1
2
1
2
3
1
2
3
1
2
3
1 1 1
RMM helps your organization comply with the requirement to be compliant with FISMA
21
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Information System Services Drivers are
• Make or break decisions are reliant upon the analytical services
• Measurements are important to this business
• Planning and CM are rather simple and non-critical
SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
DEV C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
A
M
D
A
R
I
P
M
O
P
D
O
P
F
O
T
P
I
R
D
R
S
K
M
T
S
V
A
L
V
E
R
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
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M
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CL 1
CL 2
CL 3
S
C
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V
A
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F
R
M
H
R
M
O
P
F
1
2
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1
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1
2
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1
2
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1
2
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1
2
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1
2
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1
2
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1
2
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PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
1
2
1
2
1
2
1 1
2
1
2
1
2
1
2
1
2
1
2
1 1 1
2
1
2
1
2
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
1
2
1
2
3
1
2
1
2
3
1
2
1
2
1
2
1
2
1 1 1
3
1
2
3
1
2
1
2
3
1
1
1
2
3
1
2
3
1 1
2
3
1
22
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Cloud Services Providing Cloud Services
• People CMM for an effective workforce
• ACQ to procure the cloud services
• SVC for service delivery
• RMM for managing the security and other risks of cloud computing SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
ACQ A
M
A
R
D
C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
S
A
D
A
T
M
A
V
A
L
A
V
E
R
D
A
R
I
P
M
O
P
D
O
P
F
O
T
R
S
K
M
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
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T
A
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A
P
M
M
O
N
I
D
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M
C
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S
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CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
1
2
3
1
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1
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3
1
2
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1
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1
2
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1
2
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1
2
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1
2
3
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
23
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Cloud Services Procuring Cloud Services
• The procurement is critical to providing the right service level
• Focus on
– Requirements
– Selecting the right vendor
– Verifying and validating the cloud
• Procurement is a rare activity for this organization
SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
ACQ A
M
A
R
D
C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
S
A
D
A
T
M
A
V
A
L
A
V
E
R
D
A
R
I
P
M
O
P
D
O
P
F
O
T
R
S
K
M
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
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O
P
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R
I
S
K
R
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D
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M
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E
CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
1
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1
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1
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1
2
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1
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1
2
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1
2
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1
2
3
1
2
3
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
1
2
1
2
1
2
1
2
1
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1
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1
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1
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1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
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1
2
1 1 1 1
24
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Cloud Services Delivering Cloud Services
• Cloud services are critical to the company
– User request for help or issues must be promptly addressed
– Service must be 24/365 – no interruptions
• Services are not a focus of the company
SVC C
M
M
A
P
P
Q
A
R
E
Q
M
S
A
M
S
D
W
M
C
W
P
C
A
M
D
A
R
I
R
P
I
W
M
O
P
D
O
P
F
O
T
R
S
K
M
S
C
O
N
S
S
D
S
S
T
S
T
S
M
CL 1
CL 2
CL 3
ACQ A
M
A
R
D
C
M
M
A
P
M
C
P
P
P
P
Q
A
R
E
Q
M
S
S
A
D
A
T
M
A
V
A
L
A
V
E
R
D
A
R
I
P
M
O
P
D
O
P
F
O
T
R
S
K
M
CL 1
CL 2
CL 3
RMM A
D
M
A
M
C
T
R
L
E
C
E
F
E
X
D
C
O
M
M
C
O
M
P
O
T
A
M
A
P
M
M
O
N
I
D
I
M
C
K
I
M
O
P
D
R
I
S
K
R
R
D
R
R
M
R
T
S
E
CL 1
CL 2
CL 3
S
C
T
M
V
A
R
F
R
M
H
R
M
O
P
F
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
PCMM S
T
F
C
C
T
D
C
P
W
P
C
A
W
E
P
M
W
D
P
C
C
O
M
D
C
A
R
D
C
B
P
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1
2
1 1 1 1
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
1
2
1
2
1 1 1
2
3
25
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Today’s Discussions…
2012 Highlights
SEI Family of Models: Focusing on Integration
Future of the CMMI Product Suite
26
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
“The best way to predict the future is to invent it!”
Alan Kay, 1971, American computer scientist, researcher, and visionary
27
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Observed Trends & Challenges
Economy - cost is a major driver for adoption
• Exploring lower cost solutions
• Targeted solutions
Multiple models, methods, and standards, etc.
• Exploring a multi-model/method/standard strategy for implementation, training, and appraising
Process improvement needs to focus on performance improvement
• Driving us to explore ways to incorporate performance reporting as a part of appraisals
Assurance the consultants we engage with or people we hire have requisite experience and skills
28
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Issue 1 - Inundation
ISO-14001 ITIL
Secu
rity
Sta
nd
ard
s
RMM
DM
M
29
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Issue 2 – Overlaps Gone Wild
Trusted SW Development IEEE-1471 SGMM
30
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Issue 3 – All These and Nothing for …
Communications
Marketing
...
Agile AS9100 ATAM
CMMI-ACQ
CMMI-DEV
CMMI-SVC
COBIT
EIA-632-1999
IEEE-1220
IEEE-12207
IEEE-1471
IEEE-15504
IEEE-829
IEEE-830
ISO-14001
ISO-15288
ISO-20000 ISO-9001
ITIL
J STD 016
Lean
RUP
Safety Standards
Security Standards
Six Sigma SOX
Trusted SW Development
CENELEC
RMM
SGMM
DMM
31
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Issue 4 – If it’s Tuesday, We are being Assessed/Evaluated/Appraised/Audited for …
32
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Issue 5 – All I Really Need is …
… and a way to appraise it!
Hybrid Model
CMMI
RMM
Lean/Agile
TSP
ISO
Six Sigma
Dynamic
…
33
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
CMMI Product Strategy
Our vision is to have users determine what their needs are and based on these
• Develop, using SEI methods, tools, rules, a mixed model with only the appropriate parts from applicable models, methods, standards, etc. to suit your domain and business needs
• Define a customized training program specifically addressing the practices and roles of the mixed model with both live and on-demand, both composable online components and pre-defined training that suits your needs
• Tailor the appraisal method so that it suits your budget, resources, precision, and accuracy requirements
Process Improvement Professional
Flexible Models
Flexible Training
Flexible Appraisals
34
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Streamlined
appraisal
and tool kit
Gold
Appraisa
l Rules
tool
tool
tool
tool
tool
SAS and PARS
(posted to PARS by
specific authorization
Generic
Appraisal
Method
Platinum
Appraisa
l Rules
Silver
Appraisa
l Rules
Bronze
Appraisa
l Rules
Custom
Appraisa
l Rules Appraisals:
flexible process
and toolkits
Performance
Measurement
Org
Project
Project
Measuring
Performance
Improvement
Project
Custom
Model
Custom
Training
Your
Solution
PA
PA
Practic
e
Practic
e
Other Course
Other Course
Models: CMMI
PAs Non-CMMI
model practices
Learning: e-
learning courses,
live courses
PA Course
PA Course
PA
PA PA
PA
PA
PA
Practice
Practic
e
Practic
e
Practic
e
PA Course
PA Course
PA Course
Other Course
Other Course
Your needs such as: for appraisals (cost, precision, accuracy, etc.) for models (applicable models, methods,
standards, etc. and only those parts of them that you need), for training (training specific to the parts and
pieces selected for models and where you have training needs, i.e., targeted training)
Tell us what you need and we’ll provide the mixed model to suit your
domain and business; the type of appraisal that suits your budget,
resources and requirements; custom training for precise practices that
matter most to your business success!
35
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Example of a New Process Area Architecture (DMM based)
1
2
5
4
3
Functional
capabilities added at
each level
1
2
5
4
3
Infrastructural
support practices
36
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
Partner Advisory Board Thank you! Questions?
37
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
For More Information
Rusty Young
CMMI Program Manager
412-268-2584
Software Engineering Institute
Customer Relations
4500 Fifth Avenue
Pittsburgh, PA 15213-2612
USA
Customer Relations
Email: [email protected]
Telephone: 412-268-5800
SEI Phone: 412-268-5800
SEI Fax: 412-268-6257
38
CMMI Status and Future
Rawdon Young, November 2012
© 2012 Carnegie Mellon University
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